1. Supplier Diversity

2. LM Supplier Diversity Program
Vision:
To be the world’s top corporation in subcontracting with small business concerns in the markets that we compete
Mission:
To ensure that small business concerns of all types are afforded a fair and equitable opportunity to participate in Lockheed Martin’s subcontracting process, leveraging that success for competitive advantage
Program is governed by a Corporate Policy Signed by the President 50

3. Program Objectives
Enhance Corporation’s competitiveness & profitability
Serve as Liaison for LM and Small Businesses
Ensure Small Business participation in subcontracting process
Assure compliance with government regulations and corporate policy & procedures
Negotiate and execute Small Business subcontracting plan
Provide LM personnel with the resources needed to meet Supplier Diversity goals and objectives 50

4. Organizational Structure
Mike Bush,
Corporate Director
Supplier Diversity
C.J. Anderson,
Administrative Support
Mario A. Ramirez
Corporate Manager, Mentor Protégé
& Small Business Innovative Research
Brenda Lingo,
INROADS Intern
Ken Hilderbrand
Manager, Supplier Diversity
Aeronautics
Emily Mann,
Manager, Supplier Diversity
Enterprise Information Systems
Nancy Deskins,
Manager, Supplier Diversity
Electronic Systems
8 SBLOs
1 SBLO
17 SBLOs
Julie Paglione,
Manager, Supplier Diversity
Information & Technology Services
Regina Stout,
Manager, Supplier Diversity
Integrated Systems & Solutions
Bob Thompson,
Manager, Supplier Diversity
Space Systems
13 SBLOs
8 SBLOs
12 SBLOs
More than 50 Supplier Diversity Professionals to Help You Identify Subcontracting Opportunities!

5. Historical Performance
SB - FY ’00 decline correlates to; 1) the expanded utilization of corporate agreements; and 2) a shift in acquisition strategy to buying more systems and fewer components. Increase in FY ’01 is primarily due to the increased emphasis that was placed on SB subcontracting by agreement commodity teams.
SDB – FY ’01 decline is directly attributable to the federal governments requirement for SDB certification. Effective 1 Oct. 98, contractors were not allowed to take SDB credit for subcontracts issued to non SBA certified firms. Subcontracts issued to self-certified SDBs was allowed for all awards issued prior to this date.
We continue to meet or exceed our contractual goals.
Strong Historical performance in all major categories even with certification changes. 5

6. Met or Exceeded Goal in Every Category
2005 Goals vs. Actual
Actual
Goal*
Small Business
30.5%
28.2%
Small Disadvantaged Business
5.1%
3.9%
Woman-Owned Small Business
6.1%
5.0%
Historically Underutilized Business Zone
0.8%
0.7%
Veteran-Owned Small Business
3.0%
2.0%
Service Disabled Veteran-Owned Small Business
All Supplier Diversity Metrics are Effected by
Business Shift Toward Integration of Large Subsystems
Size, Timing and Teaming Arrangements for JSF
Increased Number of Corporate Agreements in Areas Traditionally Served by Small Businesses
Additional Specific Factors Include
Anticipated Impact of SDB External Certification Requirement on Small Disadvantaged Business Metric
HUB Zone, Veteran-Owned and Service Disabled Veteran-Owned Business Metrics
Quantity, Quality and Expertise of Businesses Listed in PRONet Database
HUB Zone and Veteran-Owned Business Categories are Less Than Two Years Old; Service Disabled Veteran-Owned Business Category Established in October 2001
In the aggregate these goals are still higher (for the top 3) than required by most individual program requirements.
Met or Exceeded Goal in Every Category 6

7. BEST PRACTICES Website Informational Site for Suppliers
Registration Functionality
Intranet Site For Internal Use
Supplier Database
Search Capability
Links to SBA ProNet Database
Telephone Call System
877-LMC-SBLO ( )

8. BEST PRACTICES Memoranda of Understanding Air Force
Managerial Accountability and Business Process
Emphasis on “Best Value”
Corporate Councils
Lockheed Martin Day Supplier Information Sessions
Targeted Approach to Identifying Suppliers
Better Use of Resources

9. AWARDS (Representative sample)
Billion Dollar Round Table
Div2000 Fortune 1000 Award
Selected in the top 3 for two consecutive years
SBA Eisenhower Award of Excellence
SBA Francis Perkins Award
NASA Excellence in Outreach
SBA Award of Distinction
DCMA Award of Achievement
Corporation of the Year
National Center for American Indian-Owned Business
American Indian Chamber of Commerce of Texas
National Minority Supplier Development Council
Nunn Perry Awards

10. Tips on Becoming a Lockheed Martin Supplier

11. Do Your Homework Expand industry intelligence
Develop company “Hit List”
Get to know “Hit List” companies - What they do, buy, challenges, etc.
Assess contracting potential
Devise business capture strategy

12. Make Initial Contact Ask SBLO for assistance
Present brief, concise, and clear capabilities statement
Identify end-user and buyer
Mind your business ethics

13. Sell Yourself and Your Company
Company profile and capabilities literature (Soft Copy Preferred)
Focus on your company’s uniqueness
Past performance (quality and delivery)
Share personal experiences
Offer solutions to problems

14. Follow Up Once you know a company is a real prospect, stay in touch
If you’re talking to the wrong person, find the right one
If there are multiple buyers of your product or service, call them all
Give every call your best effort
Be Persistent!

15. Be Responsive
Read and understand every element of request: - Terms & Conditions - Quality & Delivery Requirements - etc…
Ask for clarification or an extension if necessary
Submit no-bid response if you choose not to compete
Always return calls promptly

16. Perform Cost – Don’t nickel and dime us Always meet your Commitments
Quality – 100% in everything you do!
Delivery – On time, every time
Always meet your Commitments

17. Summary Lockheed Martin is a Recognized Leader in Supplier Diversity
Small businesses are an Integral Part of our Acquisition Process
Emphasis on competitiveness of small businesses